Incivility: the underestimated risk in your workplace

Workplace expectations have shifted significantly over recent years. Employers now have a legal obligation to take proactive steps in preventing bullying and harassment. These behaviours are classified as psychosocial hazards due to their potential for significant mental and emotional harm. Most organisations have formal policies and procedures to address them, but gaps remain in tackling subtler forms of negative workplace behaviour.

The pace of modern workplaces — back-to-back meetings, overflowing inboxes, tight deadlines and constant demands — can mean we interact on autopilot. It’s easy to walk past a colleague without saying hello, to forget to respond to a message, or to cut someone off mid-sentence in a meeting. These moments might seem minor or unintentional, but over time, they contribute to a growing issue that’s often underestimated.

Azuhr has observed a notable increase in complaints about workplace behaviour that does not meet the legal definitions of bullying or harassment but is still highly disruptive. This phenomenon is termed workplace incivility, which refers to low-intensity, ambiguous behaviours that violate workplace norms of respect.

Research shows these microaggressions and subtle acts of disrespect carry a much heavier cost than many leaders may realise:

– The majority of employees experience workplace incivility at least once a month, with over 50% of employees witness an act of incivility toward a colleague weekly.

– Employees who experience frequent incivility are 1.5 to 2 times more likely to develop significant symptoms of anxiety and depression.

There are also wider organisational risks as the ripple effect reaches far beyond the individuals directly involved.

– Individuals subjected to frequent workplace incivility are 14 times more likely to experience workplace bullying in the future.

– Research estimates that incivility-related distractions and emotional tolls can cost organisations around $14,000 per employee per year.

From eye-rolls and exclusion to raised voices or abrupt emails, uncivil behaviours undermine psychological safety and breed resentment. While they might not meet the threshold for bullying or misconduct, they create an environment where people feel on edge — uncertain, unsupported, and disrespected. Over time, this erodes engagement, drives down performance, and contributes to higher staff turnover.

It also damages trust in leadership. When employees see incivility go unchecked — especially when it comes from senior leaders or high performers — it sends a message that poor behaviour is tolerated. The standard drops, and workplace culture suffers.

This is not just a culture issue; it’s a business one. Low-level conflict consumes time, creates distractions, and contributes to risk. For regulated or customer-facing organisations, the risks can extend to reputational damage, complaints, and litigation. And for leaders, it creates unnecessary barriers to managing performance or driving change.

So what can organisations do?

It starts with a clear standard. Employees need to understand what respectful behaviour looks like — and what doesn’t meet the mark. That means setting expectations early, reinforcing them often, and being willing to call out behaviour that undermines your values.

But expectations alone aren’t enough. Managers need to be equipped to step in early and effectively, which requires training — not just in policies or procedures, but in the practical skills of navigating difficult conversations, giving effective feedback, and handling conflict. Leaders set the tone. When they role model respectful, calm, and curious interactions, it gives others permission to do the same.

Creating a culture where civility is the norm also requires follow-through. That includes responding to concerns quickly, holding people accountable, and investing in support systems like coaching, culture reviews, or employee engagement strategies. It’s about strengthening your organisational muscle to manage behaviour, before issues escalate.

At its core, this isn’t about over-policing human interactions. It’s about recognising that how people treat each other at work matters. Respectful workplaces aren’t built by chance, they’re shaped by intentional leadership and backed by the right capability.

If you would like to speak to one of our consultants about how we can support your organisation through any of the coaching or wider support services mentioned above, please get in touch.

Claire Jenkins
Senior Consultant
Azuhr
[email protected]

References

Holm, K., Torkelson, E., & Bäckström, M. (2022). Workplace incivility as a risk factor for workplace bullying and psychological well-being: a longitudinal study of targets and bystanders in a sample of swedish engineers. BMC psychology, 10(1), 299. https://doi.org/10.1186/s40359-022-00996-1

Cassiday, L. and Rock, D. (2025). Breaking the cycle of workplace incivility. NeuroLeadership Institute. Available at: https://neuroleadership.com/your-brain-at-work-2025-three-habits-that-stop-incivility

Gonzales, M. (2024). Workplace Incivility Is More Common Than You Think. Shrm.org. Available at: https://www.shrm.org/topics-tools/news/inclusion-diversity/workplace-incivility-shrm-research-2024

Andersson, L. M. and Pearson, C. M. (1999). Tit for Tat? The Spiraling Effect of Incivility in the Workplace. The Academy of Management Review, 24(3), 452–471. https://doi.org/10.2307/259136